Improved client care generates enthusiasm

In a continuing series on practice management issues, Diana Bentley explains how quality standards can be improved with a strong focus on client care

'We're a typical high street practice,' says Fiona Bruce of her firm in Warrington, Fiona Bruce & Co.

However, a little scrutiny reveals that it is somewhat unusual.

Within two years of the firm being established in 1991, it became the first sole practice in the country to be awarded the Investors in People standard, and in 1998, the firm was again the first sole practice to gain the Law Society's LEXCEL quality mark.

Fiona Bruce is the firm's founder whose management and ability have fuelled the organisation's growth to a group of 25 staff, including nine solicitors.

Much of the work which formed the basis of the firm's success is linked to the client care philosophy, Ms Bruce insists.

'Client care can't be seen in isolation.

Its not an add-on.

It needs to be part of an overall strategy and cultural shift within a firm.'

She embarked early on her own quest for quality standards.

'At first I was struggling to run a viable business and had an overdraft,' she recounts candidly.

'Unfortunately lawyers aren't trained as managers and I realised I had to do something.'

Ms Bruce visited the local Training and Enterprise Council (TEC) who suggested she look at the Investing In People standards.

The IIP programme set her on a path of focused and enlightened management, many aspects of which became part of the LEXCEL standards.

Fortunately Ms Bruce saw early the advantages of following an externally recommended programme.

'One of the best ways to achieve a cultural shift in your firm is to aim for a quality standard like IIP or LEXCEL,' she says.

Critically too, her early involvement with IIP demonstrated the value of concentrating on staff and Ms Bruce remains a fervent proponent of the view that good staff management is fundamental to building client care.

'Clients naturally want their legal work done accurately, promptly and at the agreed cost,' she comments.

'But solicitors must recognise that they can't do it all.

We're part of a team - we say here - TEAM means "Together Everyone Achieves More".

Law firms, and particularly small- and medium-size firms, don't set aside nearly enough time for management and strategic thinking and, especially, communication with staff,' she says.

'Most people who come to work want to make a difference.

Knowing they are in a firm where they can make a difference and where their views matter instills loyalty and commitment to the firm, and by definition, to the clients.

We have to genuinely believe that time spent with all staff is some of the best time we can spend.'

Staff across the firm can make a difference when they understand where the firm is going, and how they can fulfil their role as part of a team which is moving the firm towards its agreed goals, insists Ms Bruce.

Although her firm produces a business plan annually, this year all staff participated in its formulation.

'This made a radical difference,' she reports.

'Staff have always come to me with initiatives in how to improve client care but never at the current levels.

Now there's genuine ownership of the firm's goals by staff as a group and as individuals.'

The same procedure, she suggests, can be developed in departments to produce departmental action plans which dovetail into the business plan and each individual can draw their own action plan.

Various approaches are part of revolutionising staff management, she says.

'The old command structure has to be buried and you have to be flexible.

Employees today are bright, have a wealth of initiatives and different contributions to bring to the service of clients.'

Ms Bruce's attitude is also infectiously up-beat.

'Show appreciation and accentuate the positive,' she says.

'Every individual has qualities.

If they're not fulfiling their role as we would like don't write them off - they may be a square peg in a round hole - work with them to find the square hole.

Where there are genuine shortcomings, be honest.

Discuss the issue with the person early and work together to resolve difficulties through - for instance, changing roles and training.'

Ms Bruce suggests firms keep the lines of communication open with structured and unstructured dialogue.

'Take time with the whole firm or a group to throw around ideas on things like strengths, weaknesses, opportunities, threats,' she urges.

'Take everyone's view on board and make a list of each.

Hold meetings to develop themes and discuss how you can set "SMART" objectives - specific measurable agreed realistic and timed.' Each month her own department of eight meets at lunch to discuss a particular subject such as how to improve client care.

One reward of such staff involvement, she says, apart from improved client care, is a mercifully low staff turnover.

Today Ms Bruce's firm has three departments - commercial and probate, family and personal injury, and conveyancing.

Investment in management is high.

Although she heads the commercial and probate department, only half her own time is spent in fee earning.

'One of my roles now is to facilitate the other firm members to give their best to clients.' In her department, the old system of working one to one - solicitor to secretary - has been abandoned and solicitors and secretaries now work together as a team of eight.

The firm has a full-time practice development manager who sees every new client.

Client questionnaires are sent out with every bill.

'The LEXCEL standards have model questions which can be copied.

The answers to the questionnaires can be quite revealing,' she points out.

A major advantage of this approach, says Ms Bruce, is that staff like being part of a firm which is moving forward and especially when its progress is being measured by external and not just internally imposed standards.

Overall, she observes, practitioners must accept that change is here to stay.

'It's an attitude of mind which we need to adopt permanently and to encourage our staff - who are often better at it than us - to work with.

You must accept that you're on an endless journey with client care because the pace of change today is so great.

We all need to keep learning together.'

Diana Bentley is a freelance journalist